Presentation Sergio Figueiredo XIII Regional EACD Lisbon Debate 2014

<<Nome Do Documento>
The Company, Foundations and Society
Lisboa, 28th Oct 2014
0
The Next Generation

<<Nome Departamento>>
Why should a company invest in culture and social innovation?
2
A company already plays an important social role when
•It invests and creates value
•Generates jobs and profits
•Guarantees quality products and services
•…and paying taxes?

Why should a company invest in culture and social innovation?
3
A company already plays an important social role when
•It invests and creates value
•Generates jobs and profits
•Guarantees quality products and services
•…and paying taxes?
for EDP the challenge is enormous and is already ongoing
•liberalised market and crisis pressure
•environment impact and climate change
•new energy solutions (that impact consumer patterns)

Why should a company invest in culture and social projects?
4
our leading and innovative response
•Efficient consumption
•microgeneration
•Electric mobility
•Smart grids
•Renewable energyIt’s in our
hands

5
•microgeneration
•Smart grids
•Renewable energy
EDP future/the relationship of loyalty we are able to build
with stakeholders
•Sharing power and promoting co-creation
• inspiring trust and sense of beloing
•Increasingly have to be a company open to society
It’s in our
hands

6
•microgeneration
•Smart grids
•Renewable energy
EDP future/the relationship of loyalty we are able to build
with stakeholders
•Sharing power and promoting co-creation
• inspiring trust and sense of beloing
•Increasingly have to be a company open to society
It’s in our
hands
• that the company finds suppliers, resources and consumers. Partners and critics as well.
• that business finds its reason for being, developing in the field and projecting its future sustainability
IT IS IN THE COMMUNITY…

much more than social responsability
What is not
• money and logo
• working only for rankings
• acting according to external pressures
• giving precedence to those with more access,
more power or simply who shout the loudest
Vision

What is not
• money and logo
Vision
What it should be
• Including another type of innovation in its
corporate model
• Inspiring and leading a collective attitude
• Demand much more than is expected from
“traditional management”

What is not
• money and logo
Vision
What it should be
• Including another type of innovation in its
corporate model
• Inspiring and leading a collective attitude
• Demand much more than is expected from
“traditional management”
• Creating value for the shareholder
• Transparency in decision making
• Being connected to the business
•… and

HOW?
What NEW SOLUTIONS should the EDP Foundation build so that,
between the State and the Market,
CIVIL SOCIETY may reinforce its ability to assert itself,
reveal its greatest talents, benefit from formulas tested by us and
capable of breaking the cycles of poverty.

EDP response
5Statutary MISSIONS
Strategic VALUES
Paths to SUCCESS
Social Energy Arts Education Heritage

EDP response
5Statutary MISSIONS
Strategic VALUES
Paths to SUCCESS
1. New Solutions that generate change
2. Excellence in the arts
3. Opens business group to Society and the World
4. Combining energy with science and education
5. Promoting contemporary and sustainable cities

EDP response
5Statutary MISSIONS
Strategic VALUES
Paths to SUCCESS
1. Staying Close to the Communities
2. Global Ambition
3. Partnering networks
4. New talents
5. Measuring results

“Para ti se não faltares” (sports);
Orquestra Geração (music)
Escola de Judo (sports)
Turma do bem (oral health)
Aprender a Empreender (entrep.)
Escolinha de rugby (sports)
Transformers; Do Something
Da rua para o palco” (dance)
SOCIAL HUB
15
INCLUSION
Community territory
Social Inovation Map
One of the EDP Foundation’s
most ambitious projects in
its involvment with the Third
Sector: CREATING SOCIAL
INNOVATION HUBS, CENTRES
THAT CONNECT IN AN
INTELLIGENT AND CRITICAL
MANNER THE RESPONSES AND
RESOURCES THAT BEST ADAPT TO
SATISFYING A POPULATION’S
SOCIAL NEEDS.
2 SOCIALLY UNDERPRIVILEGED COUNCILS
9 NETWORKING PROJECTS ONGOING
7.000 DIRECT BENEFICIARIES

SOCIAL LAB
16
SOCIAL BUSSINESS
•Entrepeneurship Self employment
Incubator: “Marias”; ”Cozinha com Alma”;
“Faz-te Forward”; “MOVE”; “Go Fresh”;
“coworking”
Education: INSEAD/IES; Catedra Yunus;
Post-grad UCP; ESG/EDP University;
Impacts: national map Social Innovation
(QREN); LBG; SROI; Action Tank/BCSD
Breaking the cycles of poverty promoting
entreperneurship and social inclusion: GENERATING A
SOCIAL PROFIT AND AN ECONOMIC ACTIVITIE, SUPPORTING
CREATIVE AND INNOVATIVE APPROACHES TO SOCIAL NEEDS.

SOCIAL EFFICIENCY
17
RATIONALIZE RESOURCES
•Energy Food
•Employment Housing
Challenge waste
Parque solar solidário
Communitary gardens
Co-working: Ass.Acreditar; João sem
medo; all-desk
Others“Comer bem é + barato”; “Dar e
acordar”.
MAKE A stronger “third
sector” with “NO MONEY”:
CHALLENGE A SOCIETY BASED IN
WASTE; several projects that will
provide basic resources for NGOs
(energy and food) and innovative
formulas to inspire new responses
at central social problem in
Portugal (unemployment)

“Para ti se não faltares” (sports);
Orquestra Geração (music)
Escola de Judo (sports)
Turma do bem (oral health)
Aprender a Empreender (entrep.)
Escolinha de rugby (sports)
Transformers; Do Something
Da rua para o palco” (dance)
SOCIAL HUB SOCIAL LAB SOCIAL EFFICIENCY
18
SOCIAL VENTURE CAPITAL (Bolsa Valores Sociais/ EDP Solidária/…)
SOCIAL BUSSINESS
•Entrepeneurship Self employment
INCLUSION
Community territory
RATIONALIZE RESOURCES
•Energy Food
•Employment Housing
Incubator: “Marias”; ”Cozinha com Alma”;
“Faz-te Forward”; “MOVE”; “Go Fresh”;
“coworking”
Education: INSEAD/IES; Catedra Yunus;
Post-grad UCP; ESG/EDP University;
Impacts: national map Social Innovation
(QREN); LBG; SROI; Action Tank/BCSD
Challenge waste
Parque solar solidário
Communitary gardens
Co-working: Ass.Acreditar; João sem
medo; all-desk
Others“Comer bem é + barato”; “Dar e
acordar”.
VOLUNTEERING (Bolsa de Horas/ Comunidade EDP/…)

<<Nome Departamento>> 19
make a “third sector” stronger
from Charity to Creativity
•from Patron to Partner
•from financier to facilitator
•Project sustainability
•High standards and management
• Measures inputs
• Measures immediate
outputs
• Measures results
after projects are
completed
• Assesses social costs
avoided by the
intervention
SROI
Method
Measuring impacts
The first Social Stock
Exchange in Europe
• 764 investors
• 468 thousand social
grants traded
• 26 projects listed
• €2.55M in investments

#1 World
70 75 80 85 90 95 100
Codes of Condut (Dimensão
Económica)
Scorecards/Measurement
Systems (IS) (Dim.Económica)
Electricity Generation IS (Dim.
Ambiental)
Corporate
Citizenship/Philantropy
(Dim.Social)
99
98
84
90
…and also leads
80 90 100
Risk Management
(Dim.Económica)
Climate Strategy IS
(Dim.Ambiental)
Biodiversity IS (Dim.
Ambiental)
Human Capital
Development…
Stakeholder
Engagement IS…
Social Reporting
(Dim. Social)
"Best in Class" and 100%

WHERE?
From the Sabor River… … to Kakuma

Vision
Power for low-income
populations:
the next 2 billions…
EDP: a player in building a
new global scale ecosystem
A2E

1,5 billion people without access to electricity
3 billion people
use firewood for cooking and heating
Market potential estimated
at USD 500 Bn/yr
w/ 4 billion people at the bottom-of-the-pyramid

Access to Power for
Development
REPUTATION
• Member of the European Commission for the
Sustainable Energy Europe Campaign (effective)
•Global Energy NGDO Partner
•Official UN-Energy Member (application phase)
Corporate Social Responsibility and Business
Sustainability is not necessarily a cost

6.000 refugees and 300 families Directly participated in implementation of the project

Now
Kakuma: from a “nowhere land” to a
place to live
savings of 50 thousand liters/year of diesel
avoids 700 thousand tons of CO2 emissions.
10 programs… the impacts
benefits 77 thousand refugees, 11 institutional buildings,
15 schools, 2 hospitals

10 programs, some of the impacts
solar cooking: 40
women open
restaurants
(entrepreneurship)

10 programs, some of the
impacts
300 families
produce and
sell food(the only
agriculture in the fields)
agro-forestry at
home

solar lighting for
students
10 programs, some of the impacts
48% of students
make “grade A”
in math

fights school
drop-out rates

Vision
First to benefit should
be those where the
dams are to be built
• Increasing ‘green energy’
• Securing supply needs
• Creating jobs
• Reducing external trade deficit
EDP complies to
national challange
Improoving
populations’
living standards
OUR VISION
dams

Social Contract with the communities surrounding the
Dams
Involved with the local communities. More than 120 representatives from Civil
Society (priests, doctors, teachers, entrepreneurs, advocates, mayors) established
an informal and continuous participative relationship before the construction
phase: listening, informing, involving.
Promoting local Trade
Promoting Entrepreneurship and self-employment
Promoting Social Inclusion
• A Sense of belonging
• Communicating through Sensors rather than
megaphones
• Managing risk better that managing conflict

37
Promoting Trade • Guaranteeing production during
construction of EDP projects / + 8 years
• Enabling new models of agricultural
production and management
• Developing new distribution channels that
sustain post-EDP trade
AGRICULTURE
(Sabor & Tua)
HANDICRAFTS
(Sabor)
• Involved with local
Producers
• Involved with the Contractor
• Handcrafted Design Products
• Distribution Channels
• Bring high consumption markets closer
• Qualify populations with low levels of
training

In the regions afected by the construction of dams, the
social, entrepeneur and cultural projects runned by
Fundação EDP involved 20 thousand families.
“Sabor Entrepreneur:
•132 candidates
•47 new companies
•55 employees (40% from
RSI and unemp. subsid.)
Rural Sustainability :
3 thousand Christmas
gift baskets sold;
supplied 20% of the
work sites’
consumption;
Learning to Take Charge: 175 students on 8 “dam”
councils, 15 mini-companies, 10 schools.
Promoting Entrepreneurship and self-employment

39
• Including youths by teaching Music and Sports
• Standards and transparency in project support; 24.500
beneficiaries
• Social tariff and 98 thousand light bulbs for
underprivileged families
SOCIAL INCLUSION
CULTURAL STIMULATION
• the Geração Orchestra
• if you don’t skip school
• EDP Dam Social Work
• PPEC
• Senior Theatre
• Philharmonic Orchestras
• The Northern Orchestra
• VOICE projects
• Energy Bus
• Creativity & artistic expression for senior citizens
• The importance of musical training in the cultural
development and integration of youths
EDUCATION
• Promoting education on power & the environment
• Stimulating a knowledge and appreciation of poetry among
Youths
Promoting social inclusion

2013
€14,5 million budget 100% executed
 Social Innovation helds 50 % of the investment
in patronage
387 thousand people attended the 33
exhibitions produced by Fundação EDP
199 thousand visitors for the Museu da
Eletricidade
More than 2.800 volunteers dedicated 17.842
hours of work, in which 7.247 hours of voluntary
work where done by employees family and
suppliers employees. In Portugal the estimated
value is 486 thousand euros .
1 million and 300 thousand people benefited
Social Contract with the Dams’ communities
The activity depends nearly exclusively (92%)
from the annual budget transfers from EDP.
Each beneficiary “costed” (on average) 7,9€

2014
 Seven new strategic axes consolidate
social innovation projects
 The first two projects to universalise
energy at the “bottom of the pyramid”
double the size of the EDP Foundation
 The financing model presents a
profound structural change, with the
Foundation creating approximately 40%
of its own revenue
“re” Foundation with global ambition
The activities to be developed in Portugal, including the
patronage policy, represent less than half of the budget, which
constitutes a profound structural change in the institution’s history.
 Dam projects and A2E finance themselves and release
€443 thousand for allocated structural costs.

SOCIAL–GuilhermeCollaresPereira
CULTURE–JoséManuelSantos
ENERGY/MUSEUM-EduardoMoura
MANAGEMENT–PaulaPintoFonseca
COMMUNICATION-CatarinaSeixas
DAMS-AndréRente
A2E-LuísFaria
PROGRAMMING INSTITUTIONAL PROJECTS
BOARD OF DIRECTORS
MANAGEMENT
Chairman – António de Almeida
Deputy Administrator – Sérgio Figueiredo
Trustee – António Mexia
5 3 2 6114 3
TEAM
headcount
1 – dep.administ
7 – management
34 – employees

Bolsa de voluntariado é investimento:
capital humano para a capacitação
do Sector Social
Capacidade de
organizar, gerir,
mobilizar para
resultados;
 Transformar o
contexto, mais do que
ajudar;
Corporate culture
Inovação Social
entre o Estado e o
Mercado, novas
soluções para velhos
problemas
Empresa, centro de
decisão nacional:
resposta da
Sociedade Civil
Abrir Empresa à Sociedade
(reputação, confiança,
sentimento de pertença)

Company & Society, the Next Generation
After the seminar I was truly inspired by edp. It made me
realize that business can be so much more than what is
typically expected from traditional management.
You are
taking
business to
the next
level, and I
would love to
participate
on such an
innovative
project.”
“My name is Emily Brazill and I am a Canadian CEMS student who recently participated in the edp think tank.

Presentation Sergio Figueiredo XIII Regional EACD Lisbon Debate 2014

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